The Future

of Recruiting
2023
Germany, Austria and Switzerland
 Introduction

The Future of Recruiting 2023 –

Germany, Austria and Switzerland (DACH)
You can’t foresee the future – but you can help create it.
It’s a challenging and pivotal time to be a recruiting leader. Between the uncertain economy and
new trends reshaping the world of work, you have the opportunity to become a true change-maker
in your organisation.
You’ll have to be strategic, adaptable, and acutely in-tune with talent: what candidates want, what
skills they possess, and how their careers can grow with your business.
To help you prepare, this report offers 17 predictions based on interviews with global talent leaders,
surveys of thousands of recruiting professionals, and analysis of millions of data points generated on
LinkedIn.

Explore the report: 1. Role of recruiting → Experience the report online:

2. Economic uncertainty → Explore the global report →

3. Employer brand → Explore the regional report →

4. Skills-first hiring →

5. Internal mobility & upskilling →

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 Role of recruiting

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 Prediction 1 | Role of recruiting

Recruiting will be recognised for driving

business-critical changes.
You were rocked by the pandemic and rose to the challenge of the Great Reshuffle. There’s no
question that recruiting is becoming more strategic, and 59% of DACH Talent Acquisition (TA)
professionals say the team can claim a seat at the proverbial table.
But now recruiting leaders “have the opportunity to actually change the seats at the table”,
says Microsoft’s Brett Baumoel. “You’re going to truly change the table itself.”
As a change-maker, your influence will be felt across the C-suite – from talking comp with the
CFO, fine-tuning your employer brand with the CMO, to addressing skill gaps with the CLO
(Chief Learning Officer).

Recruiting professionals have never been able to make a bigger impact than
right now. You used to be able to say, ‘these hires helped our company’. Now
you can say, ‘I changed the make-up of our company, I changed where we
of recruiting professionals

86%
work, I changed what we look for, and I changed how we hire’.” in DACH say TA has
become a more strategic
Brett Baumoel, VP of Global TA, Engineering at Microsoft
function over the past year

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 Prediction 2 | Role of recruiting

Recruiting will have more say over pay.

Rising inflation. Stagnating real wages. A stubbornly competitive labour market. With these three
trends on a collision course – and compensation ranked as the #1 top priority for candidates in
Germany – something has got to give.
The feedback loop between recruiting, finance, and DEI on discussions of comp needs to be more Only 35% of recruiting
agile than ever – particularly at a time when pay transparency is on the rise. Recruiting leaders professionals in DACH

35%
can help their companies stay ahead of the curve by raising this conversation today.
say their companies
As the leader with the clearest view of candidate priorities, labour market dynamics, and real-time
recruiting performance at your company, you’re in the best position to lead the conversation about
increased salaries
pay and its business impact – from championing comp models that favour skills over pedigree, to enough to keep pace
retaining your top talent by pushing for pay increases that keep pace with inflation.
with inflation.
Jump to predictions about macroeconomic uncertainty →

Despite the current economic and geopolitical challenges, the goal in recruiting is still
to hire the best candidates on the best possible terms. Companies should consider that
salary is an important factor in attracting top talent and consider the risks they are taking
if they lose top talent due to unrealistic budget constraints. In addition, other aspects such
as corporate culture, development opportunities and creative freedom also play a decisive
role. For this reason, it is important to consider the various aspects and to clearly weigh up
and align the company and candidate goals.”

Ugur Erdem, Head of Talent Acquisition at Mister Spex

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 Prediction 3 | Role of recruiting

Recruiting will double down on employer branding

as talent retains its leverage in the labour market. 46%
of in-house DACH recruiting professionals
Recruiting leaders know the competition for talent has not let up, even as hiring has slowed
predict their recruiting budget will
down. While less hiring typically means less power for workers, recruiting teams see that
decrease or stay flat this year.
dynamic swinging back in the opposite direction over time: In DACH 76% predict that the future
of recruiting will be more favourable to candidates and employees (as opposed to employers)

70%
over the next five years.
That’s why refining and conveying a clear, compelling employer value proposition (EVP) is more
important than ever. With most recruiting budgets expected to shrink or stagnate, employer
branding stands alone as the only line item where a majority of TA professionals expect an of in-house recruiting professionals
increased investment this year. But investing in employer branding won’t get you far if you predict their employer branding
don’t work to understand talent’s top priorities and authentically walk the walk. investments will increase this year.
This is clearly a significant priority
Jump to predictions about employer branding → for DACH, as this figure is 10% higher
than the global average and is
An employer brand should not just be a buzzword during recruitment presentations, the highest of the EMEA countries
but should become a solid and essential part of the company’s business policy. To surveyed.
achieve this, the employer brand must receive the same importance and attention as
other important business strategies. We integrate it into our entire recruitment strategy
and beyond. Today, it plays a significant role for us in attracting and retaining top
talent that we need.”

Antonio Gniel, Global Director of Talent Attraction

and Acquisition at Lidl International

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 Prediction 4 | Role of recruiting Top soft skills DACH recruiters will need in
the future:
Recruiters will need a more strategic
set of soft skills. 1. Communication 76%

The skills companies need are changing fast. As LinkedIn’s CEO Ryan Rolansky likes to say,
“Even if you aren’t changing your job, your job is most likely changing on you.” Recruiting 2. Relationship Building 70%
teams themselves are no exception.
Adaptability, relationship building, and problem solving rank among the top 5 soft skills
recruiters will need in the future. As TA professionals become more strategic partners, they’ll 3. Empathy 68%
need to adjust on-the-fly and find solutions that ladder up to overarching business goals.
As companies align around skills-first hiring, recruiting teams will have to consider which skills
they value most – in the workforce at large, and within their own recruiting orgs. 4. Problem Solving 57%

Jump to predictions about skills-first hiring →

5. Adaptability 56%

Recruiters need to be able to ask questions and really understand what

In Germany, recruiters
they’re being asked to do, and how that fits into the overall goals and
with 1 or more of the Top
objectives of the business.”
2.1x 5 soft skills see 2.1x more
promotions than recruiters
Lars Schmidt, Founder of Amplify without one of the Top 5
soft skills.

7 Source: Global LinkedIn data, as of Jan 2023.

 Prediction 5 | Role of recruiting

Recruiting will collaborate more with learning

and development.
The walls that once divided recruiting and learning and development (L&D) are coming down fast.
While 53% of TA professionals say they’re already working closely with L&D, 73% say they’ll need
of DACH in-house
to grow even closer in the future.

73%
recruiting professionals
As recruiting leaders’ portfolios expand to include things like internal mobility, skills-first hiring, and
employee retention, they’ll need to cooperate more with L&D to prepare internal talent for new roles, say they need to work
identify skill gaps, and ensure your company is a place people can grow their careers. more closely with L&D
You’ll hear the same from DACH L&D professionals: 43% say they’re working more closely with TA in the future.
this year, according to LinkedIn’s DACH Workplace Learning Report for 2023. Those
respondents also say the #1 top focus area for L&D will be supporting employees through
organisational change – this is where recruiting can play a complementary role in understanding
what skills the company needs.

Jump to predictions about internal mobility and upskilling →

TA and Learning both report to me, to ensure we’re not operating in silos.
The heads of TA and L&D connect regularly to make sure we have continuity
between the skills we’re hiring for and the skills we’re training internally”.

Chris Louie, Head of Future of Work and Talent Strategy

at Thomson Reuters

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 Prediction 6 | Role of recruiting

Generative AI will let recruiters focus on the

human part of hiring.
Generative AI (GAI) – i.e., tools like chatGPT that intelligently generate content – is a fascinating
new technology that holds promise for talent professionals, many of whom believe it can help in time-
consuming tasks, like drafting job descriptions and personalised messages to candidates, among others.
While two-thirds (68%) of hirers surveyed in February 2023* said they were “very hopeful” or
“cautiously optimistic” about the impact of GAI on recruiting, hiring influencer Glen Cathey
characterises himself as “cautiously exuberant”. He believes GAI can save a ton of time and let
recruiters focus on the most human aspects of their jobs: listening to candidates, understanding their
desires, and helping them find a new job they feel good about.
While GAI may help draft content, it’s crucial to keep a “human in the loop” – someone with the right
know-how should always be there to carefully review and fine-tune generated content. “You still need
to keep your hands on the wheel,” Glen says, comparing the technology to self-driving cars. “We’re
not at the stage where you can let go, and we’re certainly not at the stage where you can be asleep
behind the wheel.”

For the foreseeable future of recruiting, humans will still play an essential role.
Humanness still matters, especially for hard-to-fill jobs, and the core of that is
empathy. A good recruiter brings the opportunity and company to life, beyond
what a person can see on a website or job description.”

Glen Cathey, SVP, Workforce Advisory & Digital *Note: These results are from a smaller survey, distinct from the other
Strategy at Randstad survey results found in this report, comprising over 225 recruiting
professionals and hiring managers in the US; due to the smaller
sample size, these results should be understood on a more directional
9 basis.
 Economic
uncertainty

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 Prediction 6 | Economic uncertainty

Despite hiring headwinds, employers will remain

committed to building a diverse workforce.
77%
of DACH recruiting professionals say the macroeconomic
In an uncertain economy, you might think employers would pull back on efforts to diversify their environment is negatively impacting hiring. Worth noting
workforces. Fortunately, that’s not the case. that this is higher than the global average.

67%
Though most recruiting professionals say hiring overall has been negatively impacted, two-out-of-
four say that diversity, equity, and inclusion (DEI) hiring is not being deprioritised – in fact, nearly
20% of DACH recruiting pros say it’s a higher priority now.
Work on DEI goes back decades, but it became a focal point for many in 2020, when a wave of Yet 67% of DACH recruiting professionals say the
companies pledged to make progress on diversity. Whether they deliver on that largely remains macroeconomic environment is not lowering the priority
to be seen, and you might look at these survey results with the same scepticism – is it aspirational of DEI hiring.
happy talk, or a real plan of action? Employees, candidates, and consumers alike will hold
businesses to their commitments.

DEI is a priority to the next generation of employees. Their expectation is

to see leaders who look like them and to know organisations are committed
to DEI long-term – not only during times of social crisis”.

Dr. Tana Session, DEI strategist

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 Prediction 7 | Economic uncertainty

Employers will hire more contract workers as a

hedge against uncertainty.
As uncertainty grows, businesses need to be more nimble and responsive to sudden shifts in
the market. To do so, employers may increasingly rely on contingent talent, like contractors or
freelancers, whose labour can be scaled up and down on demand.
You can see this dynamic at play within recruiting teams themselves, though the data suggests a
more stable split: 23% of DACH companies expect to spend more on in-house recruiters this year,
while 33% expect to invest more in external staffing firms.

If you’re a recruiting leader in 2023 and you don’t have a decent mix of contingent
talent, you’ll be more risk-exposed to whatever the future brings – good and bad.
You need some elasticity so you can flex up or down as needed”.

Stephen Lochhead, SVP of Global Talent Acquisition at Expedia

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 Employer
branding

13
 Most important priorities for candidates
Prediction 9 | Employer branding in Germany overall:

Companies will keep a closer eye on what 1 Compensation 56%

candidates want most. 2 Flexible working arrangements 56%

The labour market remains tight, and talent is expected to retain the upper hand over the next five 3 Work life balance 52%
years. To stay competitive, employers will have to re-examine their employer branding and make
sure it aligns with what candidates are looking for today.
4 Impactful work 42%
Every month, LinkedIn surveys over 20,000 members globally about the most important factors they
weigh when considering a new job. Job security 38%
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The top priority for candidates today in Germany is compensation, followed by flexible working
arrangements, work-life balance, impactful work and job security. Not unsurprisingly compensation Survey data: Talent Drivers, as of Dec 2022.
and opportunities to learn new skills, are the two fastest growing priorities year-over-year.
There’s much more to your employer brand than good pay and flexibility and offering them may not
make you stand out – but be warned: if you don’t provide them, talent will take notice. Fastest growing priorities for candidates
YoY in Germany:

1 Compensation +15%
Good pay, balance, and flexibility – they’re essential and we absolutely provide that.
But honestly, that’s not what we call out in our employer branding, because that’s not 2 Opportunities to learn new skills +10%
what makes us unique. Nowadays, that’s the minimum companies need to provide to
attract candidates.” 3 Collaborative company culture +9%

Michaela Schütt, SVP, Head of Global Talent Acquisition 4 Flexible working arrangements +7%
Siemens
5 Clear goals/direction from sr. leadership +4%

Source: Global LinkedIn Talent Drivers survey, as of Jan 2023.

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 Prediction 10 | Employer branding When estimating what candidates care
about global recruiting pros tend to …
Recruiting professionals will recalibrate their
Overvalue:
pitches to candidates.
Flexible working arrangements
You learned what candidates want in an employer – but how does that compare to what employers Candidates
think candidates want? TA estimates
To find out, we gave around 2,000 recruiting professionals globally the same survey question already
answered by 20,000 candidates and asked them to guess candidates’ top priorities. Comparing the Opportunities to advance
two sets of answers reveals some interesting misalignments. Candidates

Recruiting professionals tend to get tunnel vision on the most important priorities, to the detriment of TA estimates
other still-important factors. In reality, candidates’ preferences are more diffuse and less top-heavy
than a simple list might suggest.
So instead of fixating on the particulars of your flexible work policy, home in on the end result –
happy and inspired employees – and don’t neglect other aspects of your company culture that
foster that happiness. Rather than only focusing on how people can advance within your org, show
Undervalue:
candidates how they can develop new skills to elevate their career, whether or not they choose to
stay at your company. Employee happiness
Candidates
TA estimates
When the economy recovers, the competition for talent is going to spike back up very
quickly. So it’s really important for companies to make progress in how they position Opportunities to develop skills
their employer brand and, more importantly, how they bring it to life”. Candidates
TA estimates
Marc-Etienne Julien, Chief Talent Officer at Randstad Global

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 Prediction 11 | Employer branding
What’s different about Gen Z’s priorities
Gen Z will reward employers who value in Germany?
development and diversity. Opportunities for career growth within the company
Gen Z – professionals born later than 1996 – are already a major part of the workforce. Many are +92% more likely to prioritise than Gen X
just getting their careers off the ground, and their priorities reflect that.
Gen Z’s priorities in Germany are significantly different from their parents’ generation, Gen X.
Career growth and inclusivity of diverse backgrounds to younger workers: they’re over 66% more
likely to value moving up the ranks, compared to Gen X.
The younger generation is also much more focused on learning new and highly desired skills. Inclusive workplace for people of diverse backgrounds
+41% more likely to prioritise than Gen X

Gen Z is almost 50% of our workforce, and we’ve learned to respect and adapt to their
ways of working. Gen Z doesn’t live to work, they think corporate jargon is silly, and
they expect to be paid fairly”.
Opportunities to learn new, highly desired skills
Ruben Santos, HR Strategy & Program Lead for HR Europe
& Indonesia at Ahold Delhaize +40% more likely to prioritise than Gen X

Source: Global LinkedIn Talent Drivers survey, as of Jan 2023.

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 Skills-first hiring

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 Prediction 12 | Skills-first hiring
Globally, when looking for candidates on
Skills-first hiring will become the gold standard. LinkedIn, recruiters are...
Slowly but steadily, recruiting teams have begun to embrace skills-first hiring – the practice of valuing
a candidate’s skills over more superficial signals like an impressive alma mater or previous employer.
+25% more likely to search by skills than
Now, skills-first hiring is poised to be the way of the future. Three quarters of recruiting professionals they were 3 years ago, and
say it’ll be a priority at their company. But for some, their reach still exceeds their grasp: In DACH, only
54% feel they can accurately assess candidates’ skills today. Clearly, they’ll have some catching up
to do over the next few years. +50% more likely to search by skills than by
years of experience.

Source: Global LinkedIn data, as of Jan 2023.

How do we get better at filtering in, not filtering out? Recruiters have been trained to
copy and paste a job description so they can hire really, really fast. They’re not really
looking at what the work requires and what skills are needed. That’s starting to change”.

Jennifer Paylor, VP, Global Talent Innovation

& Skills Transformation at Capgemini

In DACH, 73% of recruiting

professionals predict skills-first
73% hiring will be a priority for
their company in the next
18 months.

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 Prediction 13 | Skills-first hiring
No degree? Increasingly, that’s no problem.
Skills-first hiring strategies will shine a light on
20% of U.S. job posts on
overlooked talent. LinkedIn don’t require a
25%

20%

If you’re not convinced yet that skills-first hiring is the future, consider this: by being more open to candidates four-year degree. 15%
who don’t have college degrees, you’ll be taking a big step forward in diversifying your workforce.
The share of these job 10%
There’s a growing consensus that removing four-year requirements is one of the most important things
posts has grown by +30% 5%
you can do to promote diversity. Members of underrepresented groups are far less likely to have
attended college – but that doesn’t mean they don’t have the skills and potential to succeed. Research over 6 months. 0
June December
shows that workers who didn’t go to college but have experience perform almost as well as college 2022 2022
grads on critical measures like productivity.
Today, one in five U.S. job posts on LinkedIn don’t require a four-year degree. That number is expected to grow Source: U.S. LinkedIn data, June 2022 vs. Dec 2022.
as more employers look to hire people from a multitude of backgrounds who can bring different perspectives
to their organisation.

Scrappy, self-taught types won’t have shiny brand names on their resume. Local
community colleges are a great source of nascent tech talent that big employers
never ever recruit from.”

Clyde Seepersad, SVP & GM, Training &

Certification at The Linux Foundation

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 Prediction 14 | Skills-first hiring

Companies will focus on mapping the skills

employees have (and need). 94%
Skills have become a critical currency, and companies will need greater visibility into what they do
and don’t have. Forward-thinking employers will map the skills of their workers as well as the skills
needed for specific positions.
of recruiting professionals in DACH agree
A whopping 94% of recruiting professionals in DACH told us that understanding employee skills is
required to make informed talent decisions – though this drops down to 80% who say it’s currently a that understanding skills employees
priority at their company. do and don’t have is necessary to
Mapping employees’ skills will help you do a better job spotting skills gaps. It will also make it easier make informed talent decisions.
for you to match qualified workers within your organisation with open roles. Employees, in turn, will
have an easier time finding job opportunities that fit their capabilities. Those who are lacking skills
today, can then upgrade their skills to make them a better fit for the job they want.
For this to work, however, TA teams must distinguish between which skills are truly “must-haves” for
a role – and which are merely “nice-to-have”.

Part of having a skills-first strategy is going beyond just hiring to ensure you’re looking
at the larger picture. First, you need to understand the skills that your business needs.
Then understand what skills your employees have, or that they can develop, and what
skills you need to hire for so that you build your talent strategies accordingly.”

Jennifer Shappley, VP, Global Talent Acquisition at LinkedIn

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 Internal mobility
& upskilling

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 Prediction 15 | Internal mobility & upskilling

Business leaders will recognise the value of Employees in Germany at companies

with high internal mobility stay
filling open roles with home-grown talent. 127% longer
Your company’s next great hire might already be on the payroll. The shaky economy is (this is 16% longer than all the countries surveyed).
forcing companies to look within more frequently when filling open positions: 76% of EMEA Median employee tenure for companies in the top and bottom
recruiting professionals say internal recruiting will be an important factor shaping the future quartile of internal mobility.
of recruiting over the next 5 years. 5.5
Internal mobility provides big payoffs, starting with higher employee retention. LinkedIn data years
shows that employees in Germany stay at companies almost 2x longer if the employer is highly
committed to internal hiring.
There’s also a growing probability that you will be adding internal mobility to your
2.4
responsibilities. As someone who understands your company’s talent needs and is skilled
years
at sourcing, assessing, and engaging with candidates, you’re uniquely positioned to take
on internal mobility.

Companies with Companies with

Internal mobility will be a multi-year journey for many companies, but you can also low internal mobility high internal mobility
build shorter-term wins along the way. Looking at your internal policies to make
sure they align with your vision for talent mobility – that’s something organisations Source: Global LinkedIn data, as of Jan 2023.
can do now.”

Jennifer Shappley, VP, Global Talent Acquisition

at LinkedIn

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 Prediction 16 | Internal mobility & upskilling

Top ways LinkedIn members want employers to

Globally, upskilling will be a key tool for be more inclusive of under-represented groups
retaining a diverse workforce Increasing development and advancement
1 opportunities
With companies facing serious skills gaps, it’s no wonder 84% of DACH recruiting professionals
say upskilling and reskilling employees will be an important factor shaping the future of Providing an equal pay scale regardless of
recruiting over the next five years. 2 background
But there’s another reason why L&D is gaining more attention: employers understand that
Providing a wide range of benefits and
offering learning opportunities will be critical to advancing diversity and inclusion. 3 accommodations
In fact, when LinkedIn asked 20,000 of its members globally how they’d like to see organisations
be more inclusive of underrepresented groups, “increasing professional development and
advancement opportunities” was the #1 answer in several countries, including India, Brazil, LinkedIn Talent Drivers survey results for India, as of Jan 2023.
Italy, Mexico, and Japan.

There used to be a lot of emphasis on qualifications. Now, it’s much more about
skills and experience, the mindset is shifting. It’s really refreshing, and it’s the first
step to creating much more effective, diverse teams. Organisations need to have
diverse, inclusive environments that reflect their customer base – that’s what
people want. That’s what attracts talent and what retains people. Organisations
haven’t got a choice: they need to shift their mindset”.

Alex Fleming, Regional President

of Northern Europe at Adecco

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 Prediction 17 | Internal mobility & upskilling

Learning will be a compelling driver for Most important priorities

for candidates in Germany:
candidates, not just employees.
If I join your company, will you help me develop new skills? Will you offer me a clear path to 1 Compensation
advancement? Will you help me grow, even if I only stay at your company for a couple years?
These are the kinds of questions candidates are asking and they will only get louder in the future. In 2 Work-life balance
the years ahead, candidates won’t just be thinking about a given job but whether that employer is
the right career destination. This will be especially true for Gen Z, but holds true across the global
workforce: advancement and skill development were the #4 and #5 top priorities for all candidates. 3 Flex working arrangements
The bottom line: creating a culture of learning and focusing on internal mobility isn’t just a must-
have to engage and retain current employees – it will be critical to the success of your recruiting 4 Advancement
efforts. For more on the state of learning, explore LinkedIn Learning’s recent 2023 Workplace
Learning Report. 5 Skill development

Source: Global LinkedIn Talent Drivers survey,

as of Jan 2023.

Companies need to do more than provide a good workplace environment –

they also need to help employees develop new skills.”

Jade Shiyu, Employer Branding Manager at Alibaba

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 Conclusion

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 Conclusion
While every prediction in this report may not bear out precisely as described,
preparing today will leave you better equipped for whatever tomorrow holds. 
Change is coming to the world of recruiting, but that doesn’t mean you’ll be a passive
observer. As a talent leader, you’re in a position to reshape the way the world works –
and ensure it works for everyone. 
Ultimately, the future of recruiting belongs to those willing to build it. And as a change-
maker at your organisation, the future of recruiting belongs to you. 

Explore the regional report editions.

Australia & New Zealand | Belgium, Netherlands, & Luxembourg | Brazil | France |
Germany, Austria, & Switzerland | India | Mexico | Middle East & North Africa |
Southeast Asia | United Kingdom

Discover the industry-specific reports.

Healthcare | Staffing

Read the translated Future of Recruiting reports.

Dutch | French | German | Italian | Japanese | Portuguese | Spanish | Spanish (LATAM)

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 Methodology
Survey data

LinkedIn Research surveyed 1,611 recruiting professionals in management seniority roles or higher
(1,216 corporate recruiting professionals, 395 search and staffing professionals), in addition to 403
hiring managers. Survey respondents are LinkedIn members who were selected to participate
based on information in their LinkedIn profile and qualified based on survey responses. This
survey was conducted in six languages across 20 countries between October and November 2022.

Candidate priorities and inclusion preferences are based on LinkedIn’s Talent Drivers monthly
survey of global members, including 20,396 members surveyed in December 2022. To measure
candidate priorities, respondents are asked to “select the most important factors when considering
a job opportunity”, and can select up to five of 15 employer value propositions. The fastest-growing
candidate priorities are those with the greatest percentage increase between December 2021 and
December 2022.

Insights data

Behavioural insights for this report were derived from the billions of data points generated by the
900 million members in over 200 countries on LinkedIn today. Unless otherwise noted, all data
reflects aggregated LinkedIn member activity as of 1 January, 2023. Demand for recruiters is
measured by the number of paid job posts for recruiter positions on LinkedIn globally.

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 Acknowledgments
This report was informed by insightful interviews with several recruiting leaders around the world,
to whom we owe our sincere thanks, including:

• Naif AlGhamdi at Almarai Survey data

• Andrew Barnes at 4 Day Week Global
• Stephanie Scalise
• Brett Baumoel at Microsoft
• Meng Zhao
• Ugur Erdem at Mister Spex
• Megan Leonard
• Alex Fleming at Adecco
• Pragashini Fox at Thomson Reuters LinkedIn platform data
• Antonio Gniel at Lidl International
• Cesar Zulaica
• John Graham Jr. at Shaker Recruitment Marketing
• Shonali Bose
• Andy Headworth, at HMRC • Jamila Smith-Dell
• Marc-Etienne Julien at Randstad
• Adriana Zurbano
• Stephen Lochhead at Expedia
• Caroline Liongosari
• Chris Louie at Thomson Reuters
• Brian Xu
• Bjorn Luijters at Ahold Delhaize
• Kelly Metcalf at Fujitsu Editorial and production
• Jennifer Paylor at Capgemini
• Greg Lewis
• Gemma Leigh Roberts at The Resilience Edge
• Sheila Azadan
• Ruben Santos at Ahold Delhaize
• Alia Cousins
• Dan Schawbel at Workplace Intelligence
• Phyllis Furman
• Lars Schmidt at Amplify
• Melissa Mangini
• Michaela Schütt at Siemens
• Grace Nurre
• Clyde Seepersad at The Linux Foundation
• Becki Murphy
• Tana M. Session at TanaMSession.com 
• Jennifer Shappley at LinkedIn
• Jaishree Sharma at Jubilant Pharmova Limited
• Jade Shiyu at Alibaba
• John Vlastelica at Recruiting Toolbox
• Sophie Wade at Flexcel Network
• Andrew White at Microsoft
28 • Elsa Zambrano at NXP Semiconductors